Craig Groeschel

So you get involved because it feels easier.

And it may even be easier in the moment, but it's not better in the long run.

And you may find yourself like me.

Sometimes you're impatient.

So you want to fix it now instead of letting your mind

key leaders fixed it without you, or you might even have a big ego and you want to flex and come in and say, this is the way we do it in our organization.

And all that's very counterproductive.

So what you want to do is, I call it being strategically absent.

When you're strategically absent, you're letting your organization mature, develop, you're letting good leaders solve the problems, and that is a very big part of organizational development.

Now, when do you keep altitude?

Let's talk about it.

You want to stay above things and stay out of them at least three different times.

One is when you're focused on bigger issues.

Occasionally, there's going to be a big problem.

There's a cultural problem.

There's an external problem.

There's something, and you've got to be focused on that.

So you're going to stay out of the details, and you're focused on bigger issues.

Secondly is when you have a leader that can handle it.

And you want them to.